Identity Orientation,Organizational Identification,and Leadership Involvement

The present study relies on theories of authentic and relational leadership, as well as the identity orientation model, to study leadership involvement in volunteer organizations. We propose that self‐expression and social cohesion—the opportunity organizational membership provides people to express who they are and to develop social relationships—are related to organizational identification and leadership involvement. We posit that self‐expression and social cohesion satisfy personal and relational identification motives and increase organizational identification—a form of identification with a collective—which in turn affect leadership involvement. The hypotheses are tested using structural equations modeling using a sample of 210 professional association members, a nonwork sample that reduces the influence of extrinsic rewards on leadership involvement.     

Paternalist leadership style of the organizational trust

This study aims to evaluate the effect of paternalist administrators on the organizational trust of teachers working in their context. The notions of paternalist leadership style, trust, and organizational trust are explained based on literature. The study is based on qualitative research approach. Despite this, the short version of “Paternalist Leadership Scale”, developed by Cheng in 2004 and a short version prepared in 2014 is used initially. Administrators with paternalist leadership characteristic were established with the help of this scale. Later, open ended questions, developed by the authors, were asked to teachers in the schools as organizations of those administrators with the aim of establishing their “trust for the administrator and for the organization”. The sample of the research was made up of 30 teachers working at 5 primary schools of the North Cyprus Ministry of National Education during the 2016–2017 school year. It was observed in the findings that in the eyes of the teachers social characteristics of individuals were most important in creating and enhancing the feeling of trust. In addition, it was observed that personal characteristics were some of the defining factors in developing trust. The conclusion was reached that teachers working with paternalist administrators had positive communications with school administrators and colleagues, and that they carried out their relationships within the rules of good manners and kindness. Again, in the eyes of teachers, it was established that paternalist administrators were eager to renew themselves. Finally, paternalist administrators were found, with a high percentage, to be quite qualified in establishing organizational trust. In conclusion, based on the findings of this study, it can be said that administrators with paternal leadership qualities are qualified in creating organizational trust; therefore, it will be important to train administrators in developing their paternal leadership styles.     

A conscious‐authentic leadership approach in the workplace: Leading from within

This study combines components of the relatively nascent concepts of conscious leadership and authentic leadership. It is a synopsis of a recent empirical study comparing two groups of companies and their respective CEOs. Each group is comprised of three companies. Group I is led by CEOs who use a conscious‐authentic leadership approach in the workplace. They infuse their personal values, beliefs, and relational leadership behavior into the policies, practices, and employee programs within their respective organizations to achieve specific organizational outcomes. Group II CEOs do not use this leadership approach. The companies selected for study were categorized by disinterested third parties in the business community. This study explores the perceptions of the employees of both groups and the impact of the conscious‐authentic leadership model on organizational behavior and specific organizational outcomes in the workplace. The organizational outcomes tested in this study are voluntary employee‐withdrawal behavior and absenteeism during the period 2003–2005. An employee questionnaire was administered to the employees of both groups to measure organizational behavior. The same questionnaire was administered to the CEOs to determine their level of self‐awareness and their sense of the reality of the human condition within their respective organization. A separate leadership questionnaire was administered to the CEOs for a self‐assessment of personal attributes and leadership style. The findings provide a working definition of conscious‐authentic leadership behavior and a working model of the components of this approach as implemented by Group I CEOs in the workplace.     

Does supervisor-perceived authentic leadership influence employee work engagement through employee-perceived authentic leadership and employee trust?

The issue of authentic leadership has been generating increased interest in both practical and academic domains. This study examines the influence of authentic leadership on employee trust and employee work engagement from the dyadic supervisor–employee viewpoint. The sample data consists of responses from 77 team supervisors and 345 employees in 36 companies. We utilize hierarchical linear modeling to test the hypotheses. The cross-level results show that employee trust fully mediates supervisor-perceived authentic leadership and employee work engagement, and that employee-perceived authentic leadership fully mediates the relationship between supervisor-perceived authentic leadership and employee trust, as well as the relationship between supervisor-perceived authentic leadership and employee work engagement. On the individual level, employee trust has a partial mediating effect on the relationship between employee-perceived authentic leadership and employee work engagement.     

Constructive Leader Behaviors,Likelihood of Derailment,and the Cuboid Personality Framework: A Replication and Extension of Gough (1990)

Gough (1990b) applied the California Psychological Inventory's (CPI) “cuboid” framework to various leadership contexts, noting the potential for continued, future application of this model within the leadership domain. However, subsequent to this initial investigation (and one similarly oriented but differently executed project), no cuboid follow‐up has taken place. Applying the framework to a large sample of international managers, cuboid classifications were recorded across cultural regions, gender, race, age, organizational level, and industry. Associations with indices of leadership effectiveness and derailment were documented via averaged 360° ratings. Results generally support norm‐favoring individuals as exhibiting leadership advantage, although this effect differed slightly across the leadership dimension being assessed (although remaining relatively stable across hierarchical leadership position). Potential future applications of the cuboid model to the management and leadership domains are suggested primarily in the topical areas of cross‐cultural leadership (different occupancy rates were documented across regions of origin), leadership emergence (interpersonally oriented, norm‐favoring individuals predominantly occupied leadership positions), and leader development (low “satisfaction” and rule‐questioning leaders were generally rated as having lower effectiveness ratings and an increased likelihood of derailment).     

Effects of Psychological Contract Breach on Organizational Citizenship Behaviour: Insights from the Group Value Model

Research on psychological contract breach has referenced social exchange as its dominant theoretical foundation. In this study, we draw insights from the group value model as a theoretical extension to explain employees' negative responses to psychological contract breach. According to the group value model, fair treatment by group members communicates symbolic messages about the relationship between the organization and the employee, and has implications for whether employees can take pride in their organizational membership. When people are treated unfairly, they lose trust in the organization and dis‐identify from the group. This in turn results in less willingness on the part of the employees to engage in organizational citizenship behaviours (OCBs). We tested these relationships across three studies. In Study 1, we conducted a longitudinal test of the role of trust as a mediator between breach and organizational identification. In Studies 2 (cross‐sectional) and 3 (longitudinal), we tested the complete model in which we examined the role of trust and identification in mediating the link between breach and OCBs. All three studies provided support for the mediated model. Furthermore, as predicted by the group value model, the hypothesized relationships emerged in response to relational but not transactional contract breaches. Theoretical and applied implications are discussed.     

Loyalty to supervisor and trust in supervisor of workers in Chinese joint ventures: a test of two competing models

This study examines the factors affecting joint venture employees' loyalty to supervisor in the People's Republic of China. The trust framework and justice framework are employed to develop two competing models for studying the antecedents and consequences of loyalty to supervisor in the context of Chinese joint ventures. The direct effect model proposes that there is a direct effect of employees' perception of interactional justice and of trust in supervisor on their loyalty to supervisor, while the mediation model considers trust in supervisor as a mediating variable between interactional justice and loyalty to supervisor. Additionally, the two models suggest that loyalty to supervisor affects the in-role job performance and organizational citizenship behaviour of workers. The results showed that the mediation model was better supported than the direct effect model. It has been found that trust in supervisor mediates the relationships between interactional justice and loyalty to supervisor. In addition, loyalty to supervisor has significant effects on both employees' performance and organizational citizenship behaviour. Practically, the findings of the present study provide considerable implications for managing Chinese workers in joint ventures.     

The Effects of Leadership Style,Organizational Outcome,and Gender on Attributional Bias Toward Leaders

The current study examined the effects of leadership style (charismatic or autocratic) on followers' internal and external attributions for their organization's success or failure. In addition, role incongruence between the leadership style and gender was examined within the context of attributional error. Confirming the hypotheses, the results showed a three‐way interaction between leadership style, gender and organizational outcome. Supporting the role incongruity theory, when there was role incongruence between the leadership style and gender (i.e., the female autocratic leader), the attributions for failure were more unfavorable toward the leader. The effect of leadership style on internal attributions for failure was mediated by likeability of the leader. Overall, the current study was the first experimental investigation of the effects of leadership style, organizational outcomes, and gender on attributional biases within a single design.     

Human Resource Management Practices and Trust in Public Organizations

Abstract

Trust has been acknowledged as a valuable managerial resource within organizations. Working as a lubricant of organizational functioning, trust reduces opportunistic behaviours while it increases voluntary compliance to organizational norms and rules as well as enhancing individual and organizational performance. Considering the importance of trust, it is worthwhile to explore what factors may help build trust within organizations. This research investigates whether perceptions of several human resource management (HRM) practices are associated with trust in government organizations. According to social exchange theory, HRM practices signal management's commitment to employees which in turn leads to greater trust in the organization. Using data from an employee survey conducted for the Georgia Department of Transportation in 2007, this research tests how employee perceptions of HRM practices are related to trust in three distinct levels of management in a large department of state government: trust in department leadership, trust in one's leadership team, and trust in one's supervisor. Binary logit analyses suggest that perceptions of HRM practices focusing on autonomy, compensation, communication, performance appraisal, and career development are associated with trust in public organizations. According to the result, those practices present variation in their leverage on trust in leadership at different levels.     

Empowering leadership: leading people to be present through affective organizational commitment?*

Abstract

This study tested a mediation model in which empowering leadership was negatively related to three withdrawal behaviors: lateness, absenteeism, and turnover intention, with affective organizational commitment as a mediator. With 294 full‐time US employees, results from structural equation modeling indicated that empowering leader behaviors at one time were positively related to estimates of affective organizational commitment at a second time, which in turn was negatively related to absenteeism and turnover intention at a final time. Additionally, no significant direct effect was found between empowering leadership and withdrawal behaviors, further supporting the mediation model. However, neither empowering leadership nor affective commitment influenced followers' lateness. Empowering leadership, which provides employees with autonomy and developmental support, may have a favorable effect on employees' decisions to attend and stay in the organization, as well as their affective reaction to the organization in the form of psychological commitment. This study extended prior research models by examining a full range of withdrawal behaviors in relation to empowering leadership and showed that commitment may explain why empowering leader behaviors can affect employees' retention decisions.     

Conditional altruism: Effects of HRM practices on the willingness of host‐country nationals to help expatriates

The assistance of host‐country nationals (HCNs) both within the workplace and in the external environment plays a significant role in expatriate adjustment and work performance on international assignments. Extant research exploring antecedents of HCNs' attitudes and behaviors toward expatriates focuses on personal and intrapersonal factors but overlooks organizational contextual effects. In this study, we propose and test a model that HCNs' willingness to help expatriates is influenced by HRM practices in international subsidiaries of multinational enterprises (MNEs). Results of analyzing data collected from Chinese subsidiaries of South Korean MNEs showed that high‐commitment HRM practices directly and indirectly influence HCNs' willingness to help expatriates through the mediation of perceived organizational support (POS). Socially responsible HRM indirectly influences the criterion variable through the mediation of organizational identification. Moreover, POS and organizational identification sequentially mediate the effect of high‐commitment HRM on HCNs' willingness to help expatriates. These findings shed some light on organizational antecedents that go beyond personal and intrapersonal factors of HCN attitudes and behavior toward expatriates.     

Authentic leadership and intrapreneurial behavior: cross-level analysis of the mediator effect of organizational identification and empowerment

Intrapreneurial activity is positively associated with the organizational growth, and the factors that stimulate such behaviors need to be identified. The general goal of this work is to explore the relationship of authentic leadership with employees’ intrapreneurial behavior and the intervening processes. A correlational study was carried out with 212 employees of Spanish companies, in which two cross-level mediation hypotheses were tested. The results obtained indicate that employees’ organizational identification and organizational empowerment both mediate the relationship between authentic leadership and employees’ intrapreneurial behaviors. In this work, we note the importance of including authentic leadership as an antecedent of intrapreneurship.     

Leadership in Organizational Knowledge Creation: A Review and Framework

Organizational knowledge creation integrates context, knowledge assets, and knowledge creation processes throughout the organization. Using organizational knowledge creation theory as an organizing framework, we conduct a literature review that shows prior work has focused on the role of central, upper‐echelon, leadership in knowledge creation processes, without devoting much attention to context and knowledge assets. To remedy these weaknesses, we develop a new framework for situational leadership in organizational knowledge creation. The framework is based on a continuum that ranges from centralized to distributed leadership at three layers of activity: a core layer of local knowledge creation; a conditional layer that provides the resources and context for knowledge creation; and a structural layer that forms the overall frame and direction for knowledge creation in the organization. We discuss the implications of this framework for theory and practice.     

Servant leadership,organizational identification,and work‐to‐family enrichment: The moderating role of work climate for sharing family concerns

The present study investigates the impact of servant leadership as perceived by followers on their work‐to‐family enrichment (WFE) by focusing on the mediating role of organizational identification and the moderating role of work climate for sharing family concerns. The results from a field survey of 230 married managers in China provide full support for our hypotheses, indicating that perceived servant leadership is positively related to WFE; this relationship is also mediated by organizational identification. In addition, work climate for sharing family concerns attenuates the effects of servant leadership on organizational identification and WFE. The theoretical and managerial implications of these findings are discussed. © 2012 Wiley Periodicals, Inc.     

Leading public service organizations: how to obtain high employee self-efficacy and organizational performance

Concerns are sometimes raised that transactional leadership harms public organizations’ performance because demands thwart employees’ self-efficacy. However, the opposite may be argued – conditional rewards strengthen feelings of competence because they provide positive feedback on performance. We study ninety-two high school principals’ reported use of contingent rewards and sanctions and self-efficacy among their 1,932 teachers. The results indicate that contingent rewards strengthen self-efficacy, and that sanctions are not negatively related with self-efficacy or performance. Furthermore, the teachers’ self-efficacy can be linked positively to organizational performance. This suggests that rewards can be an important tool for managers in the public sector.     

Examining transformational leadership,job satisfaction,organizational commitment and organizational trust in Turkish hospitals: public servants versus private sector employees

Leadership, job satisfaction, organizational commitment and trust have become important processes for healthcare management in recent years. One of the contemporary human resource management functions in the organizations involves engaging in leadership development, improving organizational trust and organizational commitment and increasing job satisfaction. Considering the rapidly changing healthcare technology and higher levels of occupational complexity, healthcare organizations are increasingly in need of engaging in leadership development in any given area of expertise to address ever-changing nature of the industry and the delivery of quality of care while remaining cost-effective and competitive. This paper investigates the perceptions of both public servants and private sector employees (outsourcing) on transformational leadership, organizational commitment, organizational trust and job satisfaction in Turkish healthcare industry. Additionally, the paper analyzes the predictability of organizational commitment based on employee – both public servants (physicians, nurses, administrative personnel and other healthcare professionals) and private sector employees (outsourcing) (auxiliary services such as administrative assistants, security personnel, kitchen, laundry and housekeeping employees) – perceptions of transformational leadership, job satisfaction and organizational trust. Using a survey instrument with items adopted from the transformational leadership inventory (TLI) [Podsakoff, P. M., MacKenzie, S. B., Moorman, R. H., & Fetter, R. (1990). Transformational leader behaviors and their effects on followers' trust in leader, satisfaction, and organizational citizenship behaviors. Leadership Quarterly, 1, 107–142], the organizational commitment questionnaire [Meyer, J. P., & Allen, N. J. (1997). Commitment in the workplace: Theory, research, and application. Thousand Oaks, CA: Sage], the organizational trust inventory (OTI) [Cummings, L. L., & Bromiley, P. (1996). The occupational trust inventory (OTI): Development and validation. In R. Kramer & T. Tyler (Eds.), Trust in organizations: Frontiers of Theory and Research (pp. 302–330). Thousand Oaks, CA: Sage] and job satisfaction survey (JSS) [Spector, P. E. (1985). Measurement of human service staff satisfaction: Development of the job satisfaction survey. American Journal of Community Psychology, 13, 693–731], this quantitative study was conducted among 2108 healthcare employees (public servants and private employees) in two large government hospitals in Turkey. The study findings indicate a significant difference between the public servants and private sector employees in terms of their perceptions on two dimensions of transformational leadership (being an appropriate model, providing individualized support), overall transformational leadership and one dimension of job satisfaction (communication). The two dimensions of job satisfaction – operating procedures and communication – as well as organizational trust were the significant predictors of organizational commitment of public servants, whereas the two dimensions of leadership – individualized support and fostering the acceptance – as well as the two dimensions of job satisfaction – promotion and contingent rewards – and organizational trust were the significant regressors of organizational commitment of private sector employees. In addition, there is a significant difference between the predictors of the dimensions of organizational commitment (transformational leadership, job satisfaction and organizational trust) in terms of public servants versus private sector employees. Finally, organizational trust has a significant effect on overall organizational commitment as well as its three dimensions for public servants and private employees.     

The Impact of Personal Resources and Job Crafting Interventions on Work Engagement and Performance

This study examined the impact of organizational interventions on work engagement and performance. Based on the job demands–resources model, we hypothesized that a personal resources intervention and a job crafting intervention would have a positive impact on work engagement and performance. We used a quasi‐experimental design with a control group. Primary school teachers participated in the study at two time points with six weeks between the measurements ( N = 102). The results showed that the personal resources intervention had a positive causal effect on work engagement. Additionally, the joint personal resources and job crafting intervention had a positive impact on self‐ratings of job performance. We discuss the implications of these findings for theory and practice. © 2015 Wiley Periodicals, Inc.     

The impact of participative leadership on job performance and organizational citizenship behavior: distinguishing between the mediating effects of affective and cognitive trust

This study examines the mediating effects of cognitive trust and affective trust on the relationship between supervisors' participative leadership behavior and subordinate work outcomes, using data obtained from 247 dyads in a manufacturing organization located in mainland China. Structural equation modeling revealed that while affective trust fully mediated the relationships between participative leadership of supervisor and subordinate job performance and organizational citizenship behavior, cognitive trust had non-significant effects. These findings underscore the importance of interpersonal interactions between the supervisor and subordinate for engendering subordinate work outcomes. They also lend support to the exchange (relationship)-based explanation as to how trust enhances the response of subordinates to the participative leadership behavior of their immediate supervisor, given that affective trust involves a process of social exchange between both parties over an extended period of time.     

Antecedents of organizational identification in multinational corporations: fostering psychological attachment to the local subsidiary and the global organization

This article reports the results of an empirical case study of the antecedents of organizational identification among local managers in a multinational corporation (MNC). Organizational identification, which refers to an individual's psychological attachment to the organization, has gained increasing attention because of its assumed link with behaviour associated with enhanced organizational performance. Yet little work has been done on what fosters organizational identification, particularly within the context of a MNC. Moreover, there is empirical evidence showing that managerial employees of MNCs draw a distinction between their local subsidiary and the global organization as manifest in separate group identifications. This suggests that there may be differential sets of antecedents of identification with the local subsidiary and with the global organization. The results of the present study indicate that there are different sets of factors that promote identification with the local and global levels of the organization. The results further show a complementarity of causal variables; identification with the local subsidiary is fostered primarily by factors which pertain to the local company context, while identification with the global organization is fostered primarily by factors which pertain to the MNC as a global entity.